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Journal of Cleaner Production 19 (2011) 1216e1223
Contents lists available at ScienceDirect
Journal of Cleaner Production journal homepage: www.elsevier.com/locate/jclepro
Integrating carbon footprint into supply chain management: the case of Hyundai
Motor Company (HMC) in the automobile industry
Ki-Hoon Lee*
Griffith Business School, Gold Coast Campus, G01_2.13, Griffith University, Queensland 4222, Australia
a r t i c l e i n f o
a b s t r a c t
Article history:
Received 25 May 2010
Received in revised form
28 February 2011
Accepted 22 March 2011
Available online 30 March 2011
The purpose of this paper is to improve our understanding of carbon footprint within the context of automobile supply chain management. The case study approach is employed as a research method.
Primary data were collected through site visits and extensive interviews with HMC’s corporate and plant management. First, identification and measurement of direct and indirect carbon footprint is critical for mitigating supply chain risks. Second, setting the system boundary of measurement is another important issue to integrate the issue of carbon footprint into supply chain management. Third, developing a map of product carbon footprint facilitates identification and measurement of carbon emissions across the supply chain. Companies today operate in a carbon-constrained world. In particular, the automobile industry is under pressure to take a close look at its product carbon footprint. Managing the downstream consequences of the use of its products and inputs from upstream suppliers is critical for developing carbon risk-mitigated supply chain management. This paper is of benefit to academics and managers by providing a new way to integrate carbon emissions in supply chain management. Since climate change and carbon footprint present challenges to many industries, increasing our understanding of how to integrate carbon footprint in supply chain management is
Contents lists available at ScienceDirect
Journal of Cleaner Production journal homepage: www.elsevier.com/locate/jclepro
Integrating carbon footprint into supply chain management: the case of Hyundai
Motor Company (HMC) in the automobile industry
Ki-Hoon Lee*
Griffith Business School, Gold Coast Campus, G01_2.13, Griffith University, Queensland 4222, Australia
a r t i c l e i n f o
a b s t r a c t
Article history:
Received 25 May 2010
Received in revised form
28 February 2011
Accepted 22 March 2011
Available online 30 March 2011
The purpose of this paper is to improve our understanding of carbon footprint within the context of automobile supply chain management. The case study approach is employed as a research method.
Primary data were collected through site visits and extensive interviews with HMC’s corporate and plant management. First, identification and measurement of direct and indirect carbon footprint is critical for mitigating supply chain risks. Second, setting the system boundary of measurement is another important issue to integrate the issue of carbon footprint into supply chain management. Third, developing a map of product carbon footprint facilitates identification and measurement of carbon emissions across the supply chain. Companies today operate in a carbon-constrained world. In particular, the automobile industry is under pressure to take a close look at its product carbon footprint. Managing the downstream consequences of the use of its products and inputs from upstream suppliers is critical for developing carbon risk-mitigated supply chain management. This paper is of benefit to academics and managers by providing a new way to integrate carbon emissions in supply chain management. Since climate change and carbon footprint present challenges to many industries, increasing our understanding of how to integrate carbon footprint in supply chain management is
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